Performance Metrics Quotes

What gets measured gets done.

If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.

When we look at really good high-performing companies abroad, they are always at the back of an extremely high-performing board, and that is something which is very lacking in this country.

A company does better the less it pays the CEO.

I think, mostly for people on the outside, it's a lot about numbers or stats. More or more. That's how the football world is going, in that direction. But I'm not really looking into it. I'm just trying to be the best I can, to create as much as possible.

A winning player is nothing more than a player on a winning team. A losing player is a guy who played on a losing team that year.

You can't really measure your game. You can shoot seven under and lose and you can shoot even and win.

The work of the CSSF and Prosperity Fund is guided by the National Security Council. As chair of the National Security Council Sub-Committee that oversees both funds, I am working to ensure that they are accountable and measurable against their intended objectives.

What you measure affects what you do. If you don't measure the right thing, you don't do the right thing.

We need a Moneyball revolution in the NFL. We need Spread teams and Run and Shoot teams and Option teams.

As a British driver, you get compared to Lewis and I get that. But when he came to McLaren, they were doing well and had a championship-winning car. I'm in a very different situation so I don't compare myself to his stats.

The biggest difference between the private sector and public sector is in the private sector, there's a sense of urgency because you have customers and you have competitors. Whereas in government, one of your major objectives is to not make any really big mistakes.

I don't judge my performance on how many assists I have or how many points I have.

Analytics only goes so far. Basketball, more than baseball, for example, is really a team sport.

Progress is made where progress is measured.

We're out there pitching for wins, not for stat lines.

If performance management were a movie, it will become less 'Gladiator' and more 'Moneyball.'

There is a tendency in all of us to ask for better statistical performance. There is a tendency to impose quotas behind which usually lies imposition of pressure to achieve improved statistics.

You hire a chief executive, pay him, and hold him accountable after a year or two. The time for so-called honorary jobs is over. What Pakistan squash needs is results, and that can only be achieved by professionals.

Data not only measures progress—it inspires it. Once you start measuring problems, people are more inclined to take action to fix them, because nobody wants to end up at the bottom of a list of rankings.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

It's not going to be easy; Enterprise IT has spent decades growing a defensive culture based on the premise that you only get noticed when you screw up, so that must be avoided at all costs.

In my opinion, the entire field of investment management, involving hundreds of billions of dollars, would be more satisfactorily conducted if everyone had a good yardstick for measurement of ability and sensibly applied it.

Spending is not caring. Spending is what politicians do instead of caring. Spending more does not guarantee success. Politicians like to measure spending because it is easier than measuring actual metrics of accomplishment.

Old definitions of segments are going to get blurred. Once you defined cars by horsepower, engines. That has changed.